Introduction
Inside/Out Youth Services was established in 1990 by initiatives run by the El Paso County Department of Health and Environment (Inside/Out Youth Services, 2013). In 1997 the organization became a private 501c3 non-profit organization under the name Community Council for Adolescent Development, and later in 2002 changed the name to its current, Inside/Out Youth Services (Inside/Out Youth Services, 2013). Inside/Out services Lesbian, Gay, Bisexual, Transgender, Intersex and Questioning (LGBTIQ) youth ages 13 to 22 (Inside/Out Youth Services, 2013).
Services provided by Inside/Out Youth Services include support groups, discussion groups, a drop-in recreation center, several community outings, opportunities to develop leadership, education on sexual health, education on suicide prevention, career skill building, referrals for counseling, as well as a food pantry and clothing closet ( Inside/Out Youth Services, 2013). The ongoing mission of In/Out Youth Services is to provide an environment in which LGBTIQ youth can express their thoughts and feelings, build their self-reliance, and receive support from adults as well as advocacy to promote understanding and equality for all ( Inside/Out Youth Services, 2013).
A group can be define as ‘any number of people who (1) interact with one another; (2) are psychologically aware of one another and (3) perceive themselves to be a group’ (Mullins, 2007). Highly efficient groups can perform certain tasks better and quicker than individuals as such a combined group effort is necessary for Inside/Out Youth Services to carry out their unique mission. However, groups can only be successful if there is clear understanding of individual and group expectations and they are equipped with the necessary skills to complete their assignments (Mullins, 2007)
The dynamics of a successful group varies based on the organization and mission. There is no general consensus on whether or not a team is lead better by one or if a group with several high achieving members is able to better construct group goals and responsibilities. Challenge in many organization is based on the role conflict of team members, and the lack of good group communication and cohesiveness. There is ample material and research written about the several aspects of a group and inter group conflict, this paper will assess the various aspects of groups that can be a negative impact on group productivity, and methods to resolve them. The background research into the structure of In/Out Youth Services identified the following problems; role conflicts within groups, communication problems among group members, lack of cohesiveness in diverse groups, and excessive intergroup conflict. This paper will discuss an explanation of the impact of each of the above listed problems on group productivity, and provide recommendations to solve the problems, and suggestions on a company-wide training program on best practices for group productivity
Role conflicts within groups
Poorly defined or conflicting roles within an organizations can be a source of stress within a group. The lack of clear role definition stems from a lack of clarity in a worker’s objectives, limited worker accountability, and the overall responsibilities of their worker in their role in the group. Role conflict often occurs when a group member is asked to perform tasks that may be in conflict with their own personal values or when the job demands are not compatible with the worker’s individual goal or vision.
Role conflict occurs when employees have difficulty performing tasks of fulfilling the responsibilities that are expected of them. There are various types of role conflict to include intra-sender role, inter-sender role conflict, inter-role conflict, role-self conflict, role-overloading, and role-under loading conflict (Altınöz, 2009). Intra-sender role conflict occurs when employees are asked to complete a task and they are not provided the necessary time or resources (Altınöz, 2009).
Inter-sender role conflict happens when a worker must follow the commands of several supervisors. As such workers may be subjected to diverse role expectations from different superiors then inter-sender role conflict occurs. Inter-role conflict occurs when a worker is placed in multiple roles in which they are not able to properly carry out the duties of one role without sacrificing or lacking in the responsibilities inherent in the other role. Role self-conflict occurs when a worker is asked to perform a task which goes against their personal values or beliefs. Role-Overloading occurs when though capable role receiver is no able to perform the assigned tasks due to the amount of work and or they lack the necessary skills or training. Role-Under-load conflict occurs when the worker has a small quantity of work resulting in their skills and abilities are not fully utilized in their group role.
Communication problems among group members
Communication is the most important device of organizational management. Communication provides the constant exchange of information between workers in an organization and their environment to ensure the organization is functioning in a manner that is in line with organizational goals (Altınöz, 2009). Effective communication providers several functions the provision of information, the function of convincing and influencing, the function of communication for training purposes and unifying people (Altınöz, 2009). Additionally, according to Scott and Mitchell (1976) the four main functions of communication in a group are control, motivation, the expression of emotions, and transmitting information
Problems constantly associated with a lack of communication between groups includes that all employees are not informed, employees of not receive consistent information from management, the expectations of workers is not completely clear, and any future plans for the organization or its workers are not clearly conveyed and communication is impacted by the environment or distance of worker groups (Chansler, Swamidass, & Camman, 2003). Common problems associated with a lack of organizational communication includes increased absenteeism people that require micromanagement and excessive supervision, workers are undisciplined, and many workers have poor work habits (Chansler et al., 2003).
Lack of cohesiveness in groups with diverse members
Group cohesiveness is a measure of the attraction of the group to its members (and the amount of resistance, is any for to leaving it due to a low sense of team spirit, and the ability and willingness of group members to their efforts (Chansler et al., 2003). Groups that lack cohesiveness will repeatedly have several issues to include high absenteeism, formation of smaller groups within a group or cliques, increased frustration within group members, and failing to meet predetermined goals or expectations. A prime advantage of group cohesiveness is the development of shared values and loyalty to the team and its members. Amongst diverse groups building cohesiveness is a hard task, due to differences in communication styles, possible language barriers, cultures, and values.
Team members who identify with one another have similar values and experiences run smoother as the result of effective communication. When group members work towards a similar goal, individuals with varied skills can bring alternative points of view and approaches to achieving the goals. The individual members of a group can compensate for the other skills or knowledge that others may lack. Trust is one of the most important aspects of creating group cohesion. Successful, efficient groups experience high levels of cooperation and participation when members genuinely trust one another. Researchers show that team members who have a strong sense of trust for one another, have a significant level of group identity, have confidence in their group members and are confident in the effectiveness of their team members (Harvard Business School, 2006). This sense of trust and respect is based on a notion known as group emotional intelligence (EI). High levels of EI are routinely associated with cohesive, top producing groups and teams (Harvard Business School, 2006).
Essentially, in order to have a cohesive team, the first construct is the development of an effective team climate (Anshel, 2003). A team climate is a psychological construct, not the physical environment, but refers to the atmosphere or perceived environmental conditions that dictate the interrelationships and interaction between members of the group (Anshel, 2003). In the facilitation of greater team cohesion, a process known as norming usually occurs which will create a code of conduct, either official or unofficial that will provide standards as to behavior that is generally accepted by the group (Cashmore, 2002)
Members of a group with similar characteristics, values, and beliefs are great for making cohesive productive groups. While great similarity makes it easy it is not always possible in diverse environments. The differences and similarities amongst group members is more apparent when placed in stressful situations, due to environments that have high threat, and increased competition places increased stressors on group cohesion.
Group cohesion offers great contributions to ensure group success, and it is important to recognize the importance of the promotion of cohesiveness this can be altered to accommodate varying goals and makeup of different groups and organizations.
Excessive intergroup conflict
Recently, conflict within organizations is an increasingly familiar aspect. Often conflict occurs due to increased worker and managerial pressures and limited fiscal resources which often make a group’s objective harder to attain. Fewer resources, fewer personnel, cause heavier work load and many teams use cross-functional teams to solve general issues and achieve the work normally done by many more
Not all conflict is bad, some conflict can be good, but when conflicts escalate they can have a severe and negative impact on the productivity of a group and the group’s ability to meet their goals. No group conflict however can be damaging to a group if none ever opposes the norm or voices their opinions about which can halt innovation and organizational growth. Whenever groups are formed the chance for conflicts on all levels (Barker et al. 1987). Conflict can occur within groups, which is known as intra-group conflict or among groups, which is referred to as inter-group conflict.
There are three basic types of conflict, task conflict, interpersonal conflict, and procedural conflict. Disagreements that arise in groups about “the substance of a discussion is referred to as a task conflict” (Mack, 1969). Task conflict can be considered a healthy or productive form of conflict it improves the decision making and critical thinking processes within a group
Another area for conflict is the interpersonal relationships within ta group. Interpersonal conflict is most often coined as a disagreement between individuals of a "personality clash." This disagreement amongst individuals makes it difficult for individuals with certain personality characteristics to relate to others within the group. Interpersonal conflict is most frequently expressed through subtle nonverbal behaviors.
Procedural conflict occurs when members of a group disagree about the methods or procedures in which a group carries out their assigned tasks to accomplish the group’s goals. Procedural conflict similar to task conflict, may be positive and productive through the promotion of new and innovative methods to do work (Barker et al. 1987).
The establishment of a clear group goal will build ream cohesion and allow for open lines of communication. Management must “establish a common goal for [the] team – an underlying target that will bind [them] together” (LaFasto & Larson, 2001). All group goals should be clear and easy to understand because clear and decisive group goals provide group member clarity and increases their confidence in their role in its attainment and commit individuals to the success of their group (Lencion, 2002).
In order to be effective in a group members must have the necessary resources to complete the task (Chansler et al., 2003) adequate training in hard and soft skills is a necessary resources for all work groups. Hard skills are required to ensure workers can function properly and effectively in the functional sense. Soft skills however, provides group members with the ability to better function as a team methods to improve interpersonal and group dynamic relationships (Chansler et al., 2003).
A comprehensive training activity that is frequent and mandatory will help to develop soft skills for all group members. This soft skill development will foster openness and understanding, which is especially necessary when working with a diverse group of individuals. Diversity will provide unique insight and several points of view which is highly desirable when working with a diverse group of clients. Diversity is to be valued and respected, however the introduction of very diverse groups may result in increased intragroup conflict.
Conflict within groups are necessary in order to produce innovation and increase group effectiveness. Management must however provide a positive and constructive outlet for conflict to be addressed and resolved in order to ensure the effectiveness of work group at In/Out Youth Services.
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